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GCI Health has sat atop a small cluster of PR and communications agencies for some time. This collective, which quietly debuted as an eponymous group two years ago, has become much more visible.

GCI Group now officially encompasses the flagship firm and three other WPP health specialty communications units: Uncapped, which works with emerging biotech and med-tech; Curation, for brands in highly competitive markets; and Goodfuse, formerly Y&R PR.

Revenue rose 7% to an MM+M-estimated $135 million, from $126 million in 2022. Staff size swelled to an MM+M-estimated 375, from 347 the year prior.

“I’m very happy with how we were continually able to invest in our people, invest in our business and more innovative capabilities and continue to deliver great work for our clients,” says GCI Group global CEO Kristin Cahill.

The organization grew by leaning into volatility. For instance, as many pharma clients restructured, the group saw an uptick in its corporate business — what Cahill refers to as “organizational communication” support of internal processes and employee engagement.

“Our clients are increasingly being asked to be change-management agents,” she notes. 

GE HealthCare tapped GCI for this type of assignment. Other client additions included the Alliance for Regenerative Medicine, a trade body for firms in the cell and gene therapy space; the Global Institute for Disease Elimination, focused on infectious diseases intensified by poverty; and the National Organization for Rare Disorders.

“Where we excel is blending comms with policy expertise to help our public affairs and policy clients mobilize in perhaps more innovative ways than they have in the past,” Cahill says.

It’s an extension of what GCI considers its traditional niche: integrated comms combining marketing with PR and related disciplines. To that point, Cahill says she’s particularly proud of the group’s work on behalf of ViiV Healthcare (to drive uptake of preventative care and address HIV-related stigma) and Narcan OTC nasal spray (to address opioid overdoses on college campuses). 

GCI has expanded its ambassador recruitment offering in order to assist pharma in its goal of featuring more real people in its marketing. It has also bolstered its clinical trial recruitment capability, hoping to compensate for what CROs may lack in their digital marketing ability.

On the personnel front, GCI complemented its senior team with the hirings of global chief insights and strategy officer Amy Inzanti, who arrived from MMC; EVP, U.S. corporate lead Lilit Bargar, from Weber Shandwick; group creative director Daniel Oh, from Edelman; and SVP, healthcare strategy Autumn Blackmon-Burk, from Zeno Group. Like Cahill, many of the execs hold responsibilities across GCI Group.

Meanwhile, as a way to help remote workers feel a greater sense of community, Cahill’s crew launched “virtual markets” to complement GCI’s boots-on-the-ground presence, which extends across North America, Europe, Asia-Pacific, the Middle East and Latin America via affiliates.

Cahill also hopes to harness AI from a work-process standpoint, by incorporating predictive analytics and data into its creative and measurement processes.

“AI has the power not only to give us more valuable data, but also to transform communications,” she says.

. . .

Work we wish we did

CeraVe’s campaign with Michael Cera. Not only did the company stand out by bringing in an atypical voice for a skincare brand, but by building some mystery before the inevitable big spot, the breadcrumb trail CeraVe laid forced people to lean into the story. As a result, they felt like they were part of the bit. It’s a great example of how a what-if moment in a brainstorm can actually come to life. — David Chadwick, global chief content officer

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